Penelitian ini didesain untuk menguji pengaruh secara empiris antara dua atau lebih variabelpenelitian yang telah dirumuskan dalam hipotesis. Variabel penelitian yang digunakan adalahhuman resource practice (reward, training, person-job fit), kepuasan kerja, dan komitmenkaryawan. Variabel eksogen dalam penelitian ini adalah human resource practice (reward,training, person-job fit. Variabel endogen dalam penelitian ini adalah kepuasan kerja dankomitmen karyawan. Metode pengumpulan data menggunakan kuesioner dan metode analisisdata menggunakan partial least square. Hasil penelitian menyimpulkan bahwa hanya hipotesis2 dan hipotesis 6 yang tidak signifikan yaitu tidak terdapat pengaruh training terhadap kepuasankerja dan tidak terdapat pengaruh training terhadap komitmen karyawan melalui kepuasan kerja.

The objectives of the research were: 1) to know the influence of transformational leadership style on employee performance, 2) to know the influence of work environment on employee performance, 3) to know the influence of compensation on employee performance. The research used non-hierarchical analysis method or cell means method by using betweensubject of 2x2 and applied Univariate General Linier Model (GLM) procedure. The findings of the research were 1) transformational leadership style does not improve employee performance, 2) work environment improves employee performance, 3) in a good transformational leadership style, low-compensated employee groups improve employee performance, 4) in a poor transformational leadership style, high-compensated employee groups have better performance than low-compensated employee groups, 5) in a good work environment, low compensation does not improve employee performance than high compensation, 6) in a good work environment high compensation does not improve employee performance than a poor work environment. KEY WORDSCompensation, transformational leadership style, work environment, employee. Work Environment on Employee Performance. Ganapathi and Prasasd (2008), in an article entitled Effects of Working Environment on the Performance of Executives, with a sample of 200 executive employees working in various organizations, affirmed that the work environment positively affects the employee performance and plays an important role in improving individual performances and organizations as a whole. Meanwhile, according to Malik, et al. (2011) in an article entitled A Study of Work Environment and Employees' Performance in Pakistan, examining the object of 115 employees of telecommunication companies in Pakistan, also explained the positive influence between work environment and employee performance.Compensation on Employee Performance. Sinclair (2004) in the article entitled The Effect of Director Compensation on Firm Performance explained the relationship between the compensation of the stock-based director and the performance of the company. Generally, stock compensation is negatively related to the performance of the company. However, to a higher extent, stock compensation has a positive effect on the performance of the company which indicates that if the directors are adequately compensated, it will have a positive effect on the performance of the company. Guo, et al. (2006) in the article entitled Stock Bonus Compensation and Firm Performance in Taiwan explained the evidence of positive findings in Taiwan between the number of stock bonuses and the performance of the company. It is also found in large companies with high growth opportunities; they tend to adopt stock bonuses. Companies with well-designed bonus compensations can produce better performance as well. in the article entitled Effect of Corporate Compensation on Organizational Performance, with a sample of 600 employees in Taiwan, explained the significant relationship between the company's compensation and organ...